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Embrace Change 183 EXHIBIT 7.3 ABC Company Alternative Methods for Spreading Our Mission 1. Person-to-person meetings 2. Seminars 3. Information sheets 4. Annual reports 5. Paycheck inserts 6. Invoice inserts 7. Organization letterheads 8. Internal memo letterheads 9. Group and department briefings 10. Training sessions 11. Audiovisual shows at investor conferences 12. Booths and handouts at industry meetings 13. Product and service brochures 14. New employee orientations 15. Organization-sponsored local team uniforms 16. Speeches at community functions 17. Advertisements in local school publications 18. Informal stories at organization social events 19. Networking through local service clubs 20. Individual business cards 21. Website design and content 184 EXECUTE FOR VALUE assist in attaining the agreed-upon vision; the project tasks, if completed, will achieve the specified results. Finally, there must be acceptance. For example, a willingness to follow the framework values in practice; agreement that project completion is good for the organization. Communication takes place in small groups where atti- tudes are formed as well as plans made. Using sound com- munication skills can keep the discussion on track and keep participation positive. Generally recognized communication skills include: ■ Using people’s names ■ Looking at people intently when they speak ■ Listening nonjudgmentally ■ Rewording questions to ensure understanding ■ Responding in a positive manner with a positive phrase ■ Saying so when you do not know the answer ■ Encouraging input from all participants ■ Avoiding arguments ■ Sidestepping foolish questions ■ Relating to participants in a kind and gentle way Organizations also communicate symbolically through language, signs, ceremonies, and events. For example, hotel employees are more likely to treat customers better if they think of them as guests rather than boarders; a sign with three lights out at the entrance to the best restaurant in the city does not indicate a first class establishment; employee award banquets communicate what types of behavior the organization truly encourages; and the location of the annual holiday party reveals how much the organization values its employees. Embrace Change 185 Empowerment The language used by superiors to empower their subordinates has a great deal to do with how effectively they are able to motivate them. Phrases such as, “I won’t, we can’t, they don’t know how,” seldom instill the desire to learn or perform at one’s highest level. However, providing gentle instruction and information couched in phrases such as, “We can, I will, they did it!” builds confidence and skills in all team players. One of the advantages of having a vision and values that become part of the personality of the workforce is that it enables management to push decision making down to the appropriate level—the people in the field who are best able to assess the current situation. Successful delegation involves an ability to communicate clearly and effectively. It also requires a desire to provide adequate support and an ability to obtain commitments. The following guidelines may be useful in this regard: ■ Describe what needs to be done and when. ■ Explain the results anticipated and the measurements to be used. ■ Point out possible hurdles to overcome. ■ Place the task within the context of the framework so its relevance is clear. ■ Provide the resources required for successful completion, ■ Obtain a firm commitment to perform and an acceptance of the job. ■ Grant the authority required, including interfaces with other departments. Another aid to empowering employees is a good story. By sharing an example of others who got a tough job done 186 EXECUTE FOR VALUE or creatively solved a problem on their own, you are demonstrating a positive approach and the realm of possi- bility open to the empowered. Leadership It is at the top of the organization where the abil- ity to encounter, embrace, and exploit change is predeter- mined. This is where a positive attitude in responding to change and dealing with risk sets the tone for the how the entire organization acts. Leaders and how they spend their time are noticed. Do not expect an organization where the leader spends no time monitoring the competition, checking up on project plan completions, tracking the returns on investments, or tweak- ing the strategic framework to be very good at dealing with change, restructuring the culture, maximizing organization value, or planning for the future. Effective leadership in response to change requires set- ting an example. When the organization needs to be rearranged, people notice who gets promoted and for what. The leader who outwardly professes to believe in the value of rewards based on merit, yet promotes staff members based on time in grade sends a mixed message. The one that employees receive is the one conveyed by what actually hap- pens, not what is spoken or written in a framework. Employees also are sensitive to how the organization’s money is spent in the process of change. A leader who scrupulously reviews prospective investments for appropri- ate returns and makes expenditures commensurate with the organization’s vision and values reinforces the strategic framework and sets an example for all his managers to fol- low. One who spends the organization’s money on low- return pet projects and no-return perquisites also sets an example. In this case, however, it is not one of maximizing the organization’s value or the security and happiness of its employees. Leaders who deal effectively with change generally have the ability to: ■ Listen carefully to learn the source and nature of change. ■ Anticipate the direction of change based on small shifts in trends. ■ Probe as deeply as necessary to retrieve important details. ■ Build solid, trusting relationships with outside advisors. ■ Maintain a flexible approach to achieving objectives. ■ Act in a courageous, calm, and decisive way when required. When these abilities are combined with a knack for motivating people, a commitment to framework vision and values, and the discipline to operate within the required return constraints, the leader is well on the way to enhanc- ing the organization’s value over the long term. That is, strategic leadership assists the organization in anticipating and initiating changes that will ensure its future viability. EXECUTE THE FRAMEWORK This section provides a review of the execution process in the context of the strategic framework as a whole. The summary which follows it reviews all seven steps covered in this book that lead toward maximizing the organization’s value. Execute the Framework 187 188 EXECUTE FOR VALUE The best strategic document will be useless if it does not prove possible to implement the framework that has been formulated. Whether it can be successfully executed very largely depends on whether it proves possible to direct the organization’s efforts toward the niches and long-term goals that define its vision. This requires more than simply initiat- ing a few selected measures. All activities, departments, and decisions should be justified only if they build or sustain the chosen niches and supporting long-term goals. The main aim of strategic framework design is to define a few central and key factors in the form of viable niches and orient all the organization’s resources toward their achieve- ment. It is then that the individual areas and divisions of the organization will no longer operate in isolation, directed by the considerations of their specific interests. Instead, they will be concentrated on the organization’s chosen niches. Once consensus is reached on the action plans, the exe- cution of the framework begins in earnest. The framework becomes meaningful when it leads to concrete action in the real world, where successful implementation is the result of having small decisions made strategically every day. Well- conceived and -communicated execution ensures this result is achieved. It consistently raises the organization’s level of operational efficiency and, hence, cash flow. SUMMARY The overall process discussed in this book covers seven steps which deal with: [...]... 43, 46, 53, 57, 59, 104 , 120, 122, 143, 146, 154, 161–162, 170, 175, 177, 186 Management information systems, 3, 92, 163–164, 173 Management team, 2, 48, 61, 69–70, 91, 95, 102 , 134, 139, 148, 155, 160 Market research, 116 Market share, 15–16, 53, 101 , 105 , 111 Mission, 9, 77, 80–81, 83–88, 93–99, 106 , 108 109 , 117, 159, 160, 170, 177, 189 Niches, 77, 79, 88–89, 91–93, 95, 99, 107 , 109 , 157, 165, 169–170,... 80–81, 88–89, 91, 95, 97 100 , 102 , 109 , 113, 117, 120, 129–130, 132, 144, 150, 154–155, 157–160, 165, 170–173, 175, 177, 179–182, 186–189 Strengths, 1, 2, 8–9, 89, 91–92, 96 Success barriers to, 73 factors for, 69–70 Surveys, 63, 65–69, 82, 140 Taxes, 10, 17, 31, 33–34, 36, 38, 41–42, 46, 146, 149–150 Technology, 24, 105 , 107 , 110, 135, 139, 163, 171, 175 Threats, 8, 178, 180 Time value of money, 32, 123,... 47–48, 144, 147–150 Earnings, 17, 29, 38, 42 Efficiency, 17, 25, 38, 56, 75, 99, 104 105 , 108 , 188 Equal Employment Opportunity Commission, 60 Equity, cost of, 40, 148 Feedback, 101 , 117, 138–139, 160, 176 Forecasting, 54–55 Formula, cash flow, 31 Formula, cost of equity, 40 Government, 31, 40, 42, 58–59, 63, 88 Growth rate, 10 13, 143 Implementation, 81, 95, 119, 121, 128, 157, 161–162, 164, 170–172,... Opportunities, 5, 8–9, 18–19, 25, 30, 38, 57, 110, 117, 177 Planning action, 159–160, 165, 167, 177 INDEX long-range, 53, 55 meeting, 55, 79, 81, 83 strategic, 53, 55, 56 workshop, 159–160 Profit margin, 31, 37, 46, 90, 120–121, 130, 134, 136–138, 140, 146, 152 Profitability, 16, 101 Rate of return, 17, 40–41, 162 Ratios, 16–19, 27, 38, 42 Research, 1, 38, 41, 60, 63, 68–69, 91, 104 , 111, 116, 130, 135, 164, 180... 195 Top management, 51, 76, 160, 189 Valuation, 23, 30–31, 35, 37, 80, 120, 125 Value book, 18–20, 29 company, 24, 29 drivers of, 35–39, 134 ending, 33, 35, 44, 48, 149–150, 154 market, 18–20, 42 organization, 19, 37–38, 40, 43–44, 79, 85, 95, 120, 129, 144, 147, 153, 158, 162, 164, 177, 184, 186–187, 189 present, 31, 43, 47–48, 124, 162 relative, 18, 23 shared, 106 , 177, 181 time, 32, 123, 147 Weaknesses, . reviews all seven steps covered in this book that lead toward maximizing the organization’s value. Execute the Framework 187 188 EXECUTE FOR VALUE The best strategic document will be useless if it. no-return perquisites also sets an example. In this case, however, it is not one of maximizing the organization’s value or the security and happiness of its employees. Leaders who deal effectively. to framework vision and values, and the discipline to operate within the required return constraints, the leader is well on the way to enhanc- ing the organization’s value over the long term.